Power Point Master Program
executive essentials ebook The Executive Essentials eBook Series was created to provide business executives with clear, concise, immediately applicable tips and strategies to improve specific leadership and presence skills.
stor ytel
ling
forward >>
Execu tive E
ssent ials e
Book © 20
11 Th e Arie
l Gro up
1050 Walth
am S treet
, Suit e 600
Lexi ngton
, MA 02421
T 781 .761.
9000 F 78
1.761 .9060
www .ariel
group .com
1
CONTENTS ?
4. Real Life Example: Ariel Group CEO Sean Kavanagh Shares a Story He Uses in Business
5. Remembering and Using Stories
6. Types of Stories
10. How to Integrate a Story into a Conversation or Presentation
11. General Tips for Telling Stories
13. Review
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFORORWWARDARD >>>>
2
WHY IS STORYTELLING AN ESSENTIAL SKILL FOR ANY EXECUTIVE TOOLKIT?
Storytelling is a powerful Leadership tool. Stories may be the most effective way to convey information to an audience while also building a relationship with them. When you tell stories, especially personal stories, it helps people relate to you and allows you to show your vulnerability as a leader. Stories can be used to communicate your values, help to develop trust, inspire your employees and move your audience to take action.
Even simple stories from your childhood can con- tain universal themes relevant to your organiza- tions or clients key issues. You can leverage the archetypal nature of stories by cataloguing some of the significant moments in your personal and business life as a resource to draw on when plan- ning any presentation.
Specific business uses for storytelling include:
Share Yourself: Share moments that made you who you are or that clarified your values so that others understand your leadership per- spective.
Share your Organization: Share values of your organization. What makes up the DNA of your organization?
Teach a Lesson: How you learned something through failure or success, how you mastered an organizational capability, how you overcame resistance to change.
Provoke Change: Create dissatisfaction with present, share dangerous mistakes in busi- ness, establish the case for change, create a vision for future state.
Change Perspective: Allow your audience to see a problem through a different lens, change the emotional climate.
Build a Relationship: Sharing personal or personal business stories with direct reports or clients can highlight the common ground between you.
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFORORWWARDARD >>>>
3
LET’S ? START ? WITH A ? STORY
Sean Kavanagh, our CEO, recently told this personal story at a learning association meeting about the impact of stress on our ability to listen and how that can undermine our most precious relationships:
It has been a stressful eighteen months. The recession has hit busi- ness hard and Im about to send a second child off to college. Im working long days and Im managing tight budgets at the office and at home.
One dark evening in mid January, Im standing in my kitchen transfer- ring three days of dishes from the sink into the dishwasher. The children have used every cup and bowl we own, including a decorative Bavarian beer stein that is now encrusted with fossilized cereal! Im muttering bad language under my breath.
“Hey pops whassup? How was your day? Clare, my 17-year-old daugh- ter enters. I tense, expecting this to be an expensive conversation.
Sooooo, I wanted to ask you something. Julies family is going to Vegas and then Miami for winter break and theyve invited ME! Can I go? I explode.
Weve had this conversation! We have a lot of expenses right now and you still owe me money from last summer. You are supposed to be saving for college. I can’t believe youre even asking! She ex- plodes back.
I cant believe you are yelling at me! Youre not even listening to me. Julies Dad has free tickets. I just picked up more hours at the restaurant. Ugh! You never listen. And youre never around and youre always pre-occupied and we never have any time alone together. Youre just mean and grumpy all the time!
She pauses, picks up a piece of paper and throws it at me. Oh and by the way, heres my report card. I made honor roll. Again!
She runs to her room in tears.
What did my daughter teach me here? Well I learned that under stress I have much less patience, I dont listen and I jump to conclusions. And that this behavior can cause a breach in a precious relationship.
The lesson for me is to be sure to take my own emotional temperature at home and at work, particularly in times of stress or extreme busyness. I also learned that it is important to stop, be fully present and truly listen to what others are telling you before answering. This is hard to do when stressed out and in a hurry but not doing these things can cause great damage to relationships and ultimately, to productivity.
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
GETTING STARTED
44
REMEMBERING AND USING STORIES You already have dozens of stories at your fingertipsthe tricky part is remembering them when you need them. Here are three ways to get rolling:
1. 2. 3. Begin cataloguing Keep a journal specifi- Record other peoples stories from your cally for stories and stories that you life that might serve enter any interesting hear or read that as powerful illustra- daily occurrences. might serve to il- tions of your ideas. lustrate a point.
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
55
TYPES OF STORIES
Begin to think about stories you could tell by jotting down one or two ideas in each of the following categories. Think about when you might use the story. PERSONAL:
Moments that made you who you are or that clarified your values
Moments when you discovered your voice or leadership potential
When I was 17
This would be a great story to tell at the follow- I could tell a personal story about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
66
TYPES OF STORIES
PERSONAL BUSINESS:
Heroic moments difficult but worthwhile struggles or extraordinary feats in business
Overcoming resistance to change
Moments of truth
When I was working at
This would be a great story to tell at the follow- I could tell a personal business story about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
77
TYPES OF STORIES
GENERAL BUSINESS:
Dangerous mistakes in business
Stories of how your company has handled these things in the past
Stories of how the future could look: bright or dark
“The day Jack Welch started at GE
This would be a great story to tell at the follow- I could tell a general business story about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
88
TYPES OF STORIES
UNIVERSAL MYTHS OR FABLES
The Trojan Horse from Homers Odyssey as a metaphor
The Three Little Pigs fairy tale as an analogy
This would be a great story to tell at the follow- I could use a myth or fable about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
9
USING STORIES IN A BUSINESS SETTING
HOW TO INTEGRATE A STORY INTO A CONVERSATION OR PRESENTATION Now that you have a variety of stories at your fingertips, it’s time to try incorporating one into a conversation or presenta- tion. Here is a basic format to get you started:
1. Introduce the Subject Matter or Business Content Conversation example: I think you’ve been do-
ing a great job heading this initiative despite the hiccups you’ve encountered along the way and I want to make sure you don’t beat yourself up over this too much…”
Presentation example: Today I would like to speak to you about a new marketing strategy for our product…
2. Transition into the Story Conversation example: “In fact, back when
I was a team leader, I had a similar experi- ence…
Presentation example: Let me share with you a story to illustrate a vision of how we can work together
3. Tell the Story Set the Stage
Describe the Conflict
Describe the Resolution
It’s 1982. I’m out on the soccer field with my son when he turns to me and says…
4. Connect the Story to a Teaching Point or Subject Matter Personal Learning: What my son said to me
reminded me so powerfully that there is always a fresh, new way to look at any challenging situation.
Message for the Group: Ladies and gentle- men, are we willing to shift our marketing strat- egy in a whole new direction, to take a risk in the way that my son did? I certainly am.
<<<< BA< BA< BACKCKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFFORORORWWWARDARDARD >>>>>>
10
GENERAL TIPS FOR ? TELLING STORIES
Take these tips into consideration when prac- ticing your story. Go with your gut in terms of how big to make your story depending on your audience. Obviously you’d want to tone it down when talking across a desk vs. present- ing at a large conference.
Get in Touch With Your Inner Thespian Use your voice and body the way an actor
would: be expressive.
Play the different characters in the story, when appropriate, rather than just talking about them. Let your body and voice change in small ways to suggest how they looked and sounded. Speak as the characters; even a brief dialogue will help capture your audi- ences imagination.
Make It Happen Now Employ a vertical take-off: instead of leading
up to the real story with a lot of runway time, e.g., Before I describe what happened that day, let me give you a little background…. Begin in the middle of the action, e.g. From the tense look on Robs face, I can see the meeting is a disaster….
Re-experience your story as you tell it imag- ine that its happening right now. Let it affect you emotionally.
Speak in the present tense, whenever pos- sible, to bring the audience into the action, e.g., Its the day of the big announcement. Im nervous as heck.. You can also begin in the past tense and shift to present tense for the climax of the story.
Tell the story from a point of innocence as if you dont know how it will end. This will keep your listeners waiting for the outcome.
<<<< BA< BA< BACKCKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFFORORORWWWARDARDARD >>>>>>
11
GENERAL TIPS FOR ? TELLING STORIES
Excite Their Senses Sensory details help people visualize the sto-
ry. Try marble conference table instead of conference table, or ten pound computer printout instead of computer printout. These examples evoke senses of vision and touch. You can also appeal to your audiences sense of smell, hearing and taste.
Make sure to be selective with your use of sen- sory details. One or two are sufficient at the beginning of a story to set the scene; then use them sparingly throughout.
Be Succinct Boil it down. Its possible to tell a powerful,
complete story in under a minute.
Use bullet phrases instead of lengthy sen- tences. For example, the word CRASH! can be more powerful (when spoken expressively) than saying Suddenly, the car I was driving collided with another vehicle.
Have a clear beginning, middle, and endeach can be as short as a sentence or two.
Emphasize the Emotional Impact Slow down to accentuate and experience for
yourself moments of real feeling: anger, fear, joy, a realization, etc. If you feel something, the audience will.
Make the conflict clear. No story has drama unless there is conflict. For example, instead of saying Company Xs costs were higher than their profit, underscore the conflict by saying Company X was on the verge of going out of business.
Highlight the emotional arc of the story. How does the main character change? Is he/she different at the end of the story? What did he/ she learn?
<<<<< BA< BA< BA< BACKCKCKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFFFORORORORWWWWARDARDARDARD >>>>>>>>
12
REVIEW Business uses for stories: Share yourself
Share your organization
Teach a lesson
Provoke Change
Change perspective
Build a relationship
You already have a library of stories at your fingertips: Personal: Moments that made you who you are or clarified your values.
General Business: Dangerous mistakes, com- pany stories, stories about other leaders.
Personal Business: Heroic personal moments in busi- ness or difficult struggles you learned something from.
Universal Myths or Fables: Trojan Horse, The Three Little Pigs, etc.
In telling a good story: Re-experience the moment
Use bullet phrases
Use sensory details
Play the roles
Use present tense
Be succinct
Format for integrating a story into a presentation or conversation: Transition briefly into story
Tell the story with a beginning, middle and end
State what you learned (personal insight)
State what we can learn (business message)
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FORWARD >>
12
EXECUTIVE ESSENTIALS eBOOK The Executive Essentials eBook series was created to provide business executives with clear, concise, immediately applicable tips and strategies to improve specific leadership and presence skills.
Pages from Cover2.pdf
ExecutiveEssentials-Storytelling.pdf
Story Example 1:
Purpose:
I could tell a personal business story about:
Example:
I could tell a general business story about:
purpose:
undefined_2:
Text4:
undefined:
I could tell a personal business story about_2:
I could tell a general business story about_2:
undefined_3:
Applied Sciences
Architecture and Design
Biology
Business & Finance
Chemistry
Computer Science
Geography
Geology
Education
Engineering
English
Environmental science
Spanish
Government
History
Human Resource Management
Information Systems
Law
Literature
Mathematics
Nursing
Physics
Political Science
Psychology
Reading
Science
Social Science
Liberty University
New Hampshire University
Strayer University
University Of Phoenix
Walden University
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executive essentials ebook The Executive Essentials eBook series was created to provide business executives with clear, concise, immediately applicable tips and strategies to improve specific leadership and presence skills.
stor ytel
ling
forward >>
Execu tive E
ssent ials e
Book © 20
11 Th e Arie
l Gro up
1050 Walth
am S treet
, Suit e 600
Lexi ngton
, MA 02421
T 781 .761.
9000 F 78
1.761 .9060
www .ariel
group .com
1
CONTENTS ?
4. Real Life Example: Ariel Group CEO Sean Kavanagh Shares a Story He Uses in Business
5. Remembering and Using Stories
6. Types of Stories
10. How to Integrate a Story into a Conversation or Presentation
11. General Tips for Telling Stories
13. Review
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFORORWWARDARD >>>>
2
WHY IS STORYTELLING AN ESSENTIAL SKILL FOR ANY EXECUTIVE TOOLKIT?
Storytelling is a powerful Leadership tool. Stories may be the most effective way to convey information to an audience while also building a relationship with them. When you tell stories, especially personal stories, it helps people relate to you and allows you to show your vulnerability as a leader. Stories can be used to communicate your values, help to develop trust, inspire your employees and move your audience to take action.
Even simple stories from your childhood can con- tain universal themes relevant to your organiza- tions or clients key issues. You can leverage the archetypal nature of stories by cataloguing some of the significant moments in your personal and business life as a resource to draw on when plan- ning any presentation.
Specific business uses for storytelling include:
Share Yourself: Share moments that made you who you are or that clarified your values so that others understand your leadership per- spective.
Share your Organization: Share values of your organization. What makes up the DNA of your organization?
Teach a Lesson: How you learned something through failure or success, how you mastered an organizational capability, how you overcame resistance to change.
Provoke Change: Create dissatisfaction with present, share dangerous mistakes in busi- ness, establish the case for change, create a vision for future state.
Change Perspective: Allow your audience to see a problem through a different lens, change the emotional climate.
Build a Relationship: Sharing personal or personal business stories with direct reports or clients can highlight the common ground between you.
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFORORWWARDARD >>>>
3
LET’S ? START ? WITH A ? STORY
Sean Kavanagh, our CEO, recently told this personal story at a learning association meeting about the impact of stress on our ability to listen and how that can undermine our most precious relationships:
It has been a stressful eighteen months. The recession has hit busi- ness hard and Im about to send a second child off to college. Im working long days and Im managing tight budgets at the office and at home.
One dark evening in mid January, Im standing in my kitchen transfer- ring three days of dishes from the sink into the dishwasher. The children have used every cup and bowl we own, including a decorative Bavarian beer stein that is now encrusted with fossilized cereal! Im muttering bad language under my breath.
“Hey pops whassup? How was your day? Clare, my 17-year-old daugh- ter enters. I tense, expecting this to be an expensive conversation.
Sooooo, I wanted to ask you something. Julies family is going to Vegas and then Miami for winter break and theyve invited ME! Can I go? I explode.
Weve had this conversation! We have a lot of expenses right now and you still owe me money from last summer. You are supposed to be saving for college. I can’t believe youre even asking! She ex- plodes back.
I cant believe you are yelling at me! Youre not even listening to me. Julies Dad has free tickets. I just picked up more hours at the restaurant. Ugh! You never listen. And youre never around and youre always pre-occupied and we never have any time alone together. Youre just mean and grumpy all the time!
She pauses, picks up a piece of paper and throws it at me. Oh and by the way, heres my report card. I made honor roll. Again!
She runs to her room in tears.
What did my daughter teach me here? Well I learned that under stress I have much less patience, I dont listen and I jump to conclusions. And that this behavior can cause a breach in a precious relationship.
The lesson for me is to be sure to take my own emotional temperature at home and at work, particularly in times of stress or extreme busyness. I also learned that it is important to stop, be fully present and truly listen to what others are telling you before answering. This is hard to do when stressed out and in a hurry but not doing these things can cause great damage to relationships and ultimately, to productivity.
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
GETTING STARTED
44
REMEMBERING AND USING STORIES You already have dozens of stories at your fingertipsthe tricky part is remembering them when you need them. Here are three ways to get rolling:
1. 2. 3. Begin cataloguing Keep a journal specifi- Record other peoples stories from your cally for stories and stories that you life that might serve enter any interesting hear or read that as powerful illustra- daily occurrences. might serve to il- tions of your ideas. lustrate a point.
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
55
TYPES OF STORIES
Begin to think about stories you could tell by jotting down one or two ideas in each of the following categories. Think about when you might use the story. PERSONAL:
Moments that made you who you are or that clarified your values
Moments when you discovered your voice or leadership potential
When I was 17
This would be a great story to tell at the follow- I could tell a personal story about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
66
TYPES OF STORIES
PERSONAL BUSINESS:
Heroic moments difficult but worthwhile struggles or extraordinary feats in business
Overcoming resistance to change
Moments of truth
When I was working at
This would be a great story to tell at the follow- I could tell a personal business story about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
77
TYPES OF STORIES
GENERAL BUSINESS:
Dangerous mistakes in business
Stories of how your company has handled these things in the past
Stories of how the future could look: bright or dark
“The day Jack Welch started at GE
This would be a great story to tell at the follow- I could tell a general business story about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
EXECUTIVE ESSENTIALS eBOOK: STORYTELLING
88
TYPES OF STORIES
UNIVERSAL MYTHS OR FABLES
The Trojan Horse from Homers Odyssey as a metaphor
The Three Little Pigs fairy tale as an analogy
This would be a great story to tell at the follow- I could use a myth or fable about ing event/for the following purpose:
<<< BA< BACKCK THE ARIEL GROUP | FFORORWWARDARD >>>>
9
USING STORIES IN A BUSINESS SETTING
HOW TO INTEGRATE A STORY INTO A CONVERSATION OR PRESENTATION Now that you have a variety of stories at your fingertips, it’s time to try incorporating one into a conversation or presenta- tion. Here is a basic format to get you started:
1. Introduce the Subject Matter or Business Content Conversation example: I think you’ve been do-
ing a great job heading this initiative despite the hiccups you’ve encountered along the way and I want to make sure you don’t beat yourself up over this too much…”
Presentation example: Today I would like to speak to you about a new marketing strategy for our product…
2. Transition into the Story Conversation example: “In fact, back when
I was a team leader, I had a similar experi- ence…
Presentation example: Let me share with you a story to illustrate a vision of how we can work together
3. Tell the Story Set the Stage
Describe the Conflict
Describe the Resolution
It’s 1982. I’m out on the soccer field with my son when he turns to me and says…
4. Connect the Story to a Teaching Point or Subject Matter Personal Learning: What my son said to me
reminded me so powerfully that there is always a fresh, new way to look at any challenging situation.
Message for the Group: Ladies and gentle- men, are we willing to shift our marketing strat- egy in a whole new direction, to take a risk in the way that my son did? I certainly am.
<<<< BA< BA< BACKCKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFFORORORWWWARDARDARD >>>>>>
10
GENERAL TIPS FOR ? TELLING STORIES
Take these tips into consideration when prac- ticing your story. Go with your gut in terms of how big to make your story depending on your audience. Obviously you’d want to tone it down when talking across a desk vs. present- ing at a large conference.
Get in Touch With Your Inner Thespian Use your voice and body the way an actor
would: be expressive.
Play the different characters in the story, when appropriate, rather than just talking about them. Let your body and voice change in small ways to suggest how they looked and sounded. Speak as the characters; even a brief dialogue will help capture your audi- ences imagination.
Make It Happen Now Employ a vertical take-off: instead of leading
up to the real story with a lot of runway time, e.g., Before I describe what happened that day, let me give you a little background…. Begin in the middle of the action, e.g. From the tense look on Robs face, I can see the meeting is a disaster….
Re-experience your story as you tell it imag- ine that its happening right now. Let it affect you emotionally.
Speak in the present tense, whenever pos- sible, to bring the audience into the action, e.g., Its the day of the big announcement. Im nervous as heck.. You can also begin in the past tense and shift to present tense for the climax of the story.
Tell the story from a point of innocence as if you dont know how it will end. This will keep your listeners waiting for the outcome.
<<<< BA< BA< BACKCKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFFORORORWWWARDARDARD >>>>>>
11
GENERAL TIPS FOR ? TELLING STORIES
Excite Their Senses Sensory details help people visualize the sto-
ry. Try marble conference table instead of conference table, or ten pound computer printout instead of computer printout. These examples evoke senses of vision and touch. You can also appeal to your audiences sense of smell, hearing and taste.
Make sure to be selective with your use of sen- sory details. One or two are sufficient at the beginning of a story to set the scene; then use them sparingly throughout.
Be Succinct Boil it down. Its possible to tell a powerful,
complete story in under a minute.
Use bullet phrases instead of lengthy sen- tences. For example, the word CRASH! can be more powerful (when spoken expressively) than saying Suddenly, the car I was driving collided with another vehicle.
Have a clear beginning, middle, and endeach can be as short as a sentence or two.
Emphasize the Emotional Impact Slow down to accentuate and experience for
yourself moments of real feeling: anger, fear, joy, a realization, etc. If you feel something, the audience will.
Make the conflict clear. No story has drama unless there is conflict. For example, instead of saying Company Xs costs were higher than their profit, underscore the conflict by saying Company X was on the verge of going out of business.
Highlight the emotional arc of the story. How does the main character change? Is he/she different at the end of the story? What did he/ she learn?
<<<<< BA< BA< BA< BACKCKCKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FFFFORORORORWWWWARDARDARDARD >>>>>>>>
12
REVIEW Business uses for stories: Share yourself
Share your organization
Teach a lesson
Provoke Change
Change perspective
Build a relationship
You already have a library of stories at your fingertips: Personal: Moments that made you who you are or clarified your values.
General Business: Dangerous mistakes, com- pany stories, stories about other leaders.
Personal Business: Heroic personal moments in busi- ness or difficult struggles you learned something from.
Universal Myths or Fables: Trojan Horse, The Three Little Pigs, etc.
In telling a good story: Re-experience the moment
Use bullet phrases
Use sensory details
Play the roles
Use present tense
Be succinct
Format for integrating a story into a presentation or conversation: Transition briefly into story
Tell the story with a beginning, middle and end
State what you learned (personal insight)
State what we can learn (business message)
<<< BA< BACKCK THE ARIEL GROUP | EXECUTIVE ESSENTIALS eBOOK: STORYTELLING FORWARD >>
12
EXECUTIVE ESSENTIALS eBOOK The Executive Essentials eBook series was created to provide business executives with clear, concise, immediately applicable tips and strategies to improve specific leadership and presence skills.
Pages from Cover2.pdf
ExecutiveEssentials-Storytelling.pdf
Story Example 1:
Purpose:
I could tell a personal business story about:
Example:
I could tell a general business story about:
purpose:
undefined_2:
Text4:
undefined:
I could tell a personal business story about_2:
I could tell a general business story about_2:
undefined_3:
Applied Sciences
Architecture and Design
Biology
Business & Finance
Chemistry
Computer Science
Geography
Geology
Education
Engineering
English
Environmental science
Spanish
Government
History
Human Resource Management
Information Systems
Law
Literature
Mathematics
Nursing
Physics
Political Science
Psychology
Reading
Science
Social Science
Liberty University
New Hampshire University
Strayer University
University Of Phoenix
Walden University
Home
Homework Answers
Blog
Archive
Tags
Reviews
Contact
twitterfacebook
Copyright © 2022 SweetStudy.com
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